Week 1

Balancing Managing and Leading in the QSR Industry

by Jolene Clayton • • 6 min read

Strong people. Strong culture. Lasting impact.

Illustrated comparison of managing tasks versus leading people
A great shift balances the checklist with coaching: steady hands and focused energy.

In the fast-paced world of quick-service restaurants, we toss around the words managing and leading all the time. When you slow down and practice both with intention, a strong shift becomes something bigger. Managing keeps the line moving. Leading grows people who can run the line without you. Blend the two, and you build a restaurant that thrives today while you develop tomorrow's leaders.

Understanding Managing

Managing is the foundation. It looks like clear shift goals, smart station assignments, short ticket times, and well-timed breaks. Picture a leader walking in with a plan, setting the tone, and keeping a close eye on the details, from prep levels to labor deployment to guest feedback. That kind of clarity keeps the team steady and the guests happy. Without it, the day slips into chaos. With it, you earn trust from the crew and everyone you serve.

Understanding Leading

Leading asks for something extra. It is the part where you inspire the crew, invite them into the why, and give them room to own the outcome. Leaders know when to step back so someone else can step up. They coach in the moment, celebrate small wins, and hand off responsibility with trust. The payoff is a team that anticipates needs, jumps in before being asked, and stays engaged because they feel the work and the growth belong to them.

"Managing keeps today on track. Leading makes sure tomorrow is even better."

Why Strategy Matters

Strategy is the bridge between managing and leading. A thoughtful game plan sets the stage for both. Start by outlining the day's goals, spotting tricky windows, and lining up solutions in advance. When everyone knows what is coming, the team can flex with confidence, cover the rush, smooth bottlenecks, and stay guest-first. That level of preparation lets you move from firefighter to coach while keeping service sharp.

Strategy board that outlines goals, actions, and results
Prep the plan together so everyone knows the targets, the roles, and the back-up moves.

Put It into Practice

Ready to test the balance? Start every shift with two questions: What has to get done today? Who can I grow while we do it? Pair a management habit with a leadership moment. Maybe you hand off the prep checklist while you shadow a new shift lead, or let a rising star run the pre-service huddle while you coach from the side. The more you weave both mindsets together, the faster your team levels up.

  • Open every shift with the why: remind the team who we serve and what success looks like for guests.
  • Run a mid-shift pulse check focused on both metrics (tickets, waste, speed) and morale.
  • Close with a quick reflection. What did we nail, and who stepped up? Say it out loud.

Conclusion

Managing and leading are a package deal. One keeps the shift tight and the other helps your people grow with you. Think about where you naturally lean. Are you more checklist or more coach? This week, try leaning into the other side. Small tweaks compound, and before long you will have a team that hits today's goals and is hungry for tomorrow's promotions.

Closing Thought: The journey to transforming the QSR industry starts with you. Embrace both managing and leading to build empowered, motivated teams ready for the next challenge.